business improvement doc… · version status revision date summary of changes author 0.1 draft 20...

Business Improvement

Customer Access Programme – Transactional Web Service Project

Business Case

Phase 2 (Continuous Roll Out)

July, 2014

Version: 0.27

Author: John Thompson \ Ian Jones Date: September, 2014.

$stkmrdku Transactional Web Service Project – Phase 2 (Continuous Roll Out)

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DOCUMENT CONTROL

Revision History

Version Status Revision Date Summary of Changes Author

0.1 Draft 20 January. 2014 Document Created C Baggott

0.2 Draft 5th February, 2014 Initial Amendments I Jones

0.3 Draft 17th February, 2014 Narrative Update I Jones

0.4 Draft 14th March,2014 Narrative Update I Jones

0.5 Draft 25th March 2014 Narrative Update I Jones

0.6 Draft 27th March 2014 Narrative Update I Jones

0.7 Draft 16th April 2014 Narrative Update I Jones

0.8 Draft 30th April 2014 Narrative Update I Jones

0.9 Draft 9th May 2014 Options Update I Jones

0.10 Draft 16th May 2014 Options Update I Jones

0.11 Draft 23rd May 2014 Options Update I Jones

0.12 Draft 28th May 2014 Narrative Update I Jones




0.16 Draft 19th June 2014 Costs and Benefits Update I Jones

0.17 Draft 27th June 2014 Costs and Benefits Update I Jones

0.18 Draft 2nd July 2014 Costs and Benefits Update I Jones

0.19 Draft 8th July 2014 Narrative Update I Jones

0.20 Draft 30th July 2014 Narrative Update I Jones

0.21 Draft 30th July 2014 ICT costs Update I Jones

0.22 Draft 7th August 2014 Appendices Update I Jones

0.23 Draft 13 August 2014 Costs and Benefits Update J Thompson

0.24 Draft 20 August 2014 Costs and Benefits Update J Thompson

0.25 Draft 26 August 2014 Narrative Update J Thompson

0.26 Draft 29 August 2014 Narrative Update J Thompson

0.27 Final 4 September 2014 E-claim costs Update J Thompson

Review & Approvals

Name Title Date of Issue

Customer Access Programme Board 17/07/14

James Rogers Assistant Chief Executive (Citizens and Communities) 14/07/14

Claire Grundy Application and End User Services Manager ICT 02/07/14

Dave Pearson ICT Services Development Manager ICT 27/05/14

Andy Byrom Service and Infrastructure Manager ICT 08/07/14

Mark Forbes Executive Finance Officer PPPU 19/06/14

Adam Quesne Head of Digital Access Citizens and Communities 08/07/14

Cathryn Baggott

Project Manager PPPU 20/05/14


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Nic Rall Senior Project Officer PPPU 20/05/14

Best Council Design Team 24/07/14

Jonathan Thompson

Financial Manager 15/08/14

Iain Priest Financial Manager 15/08/14

Stephen J Boyle

Senior Financial Manager 15/08/14

Chana Bhupinda

Principal Financial Manager 15/08/14

Charles Oxtoby Head of Finance, Corporate and Central 15/08/14

Distribution

This document has been distributed to:

Name Title Date of Issue Version


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CONTENTS

1. Purpose .................................................................................................................................... 5 2. Business Case Summary ........................................................................................................ 5

Executive Summary Objectives

3. Strategic Fit .............................................................................................................................. 7

Business Need Scope Exclusions Phase 2 Deliverables

4. Benefits .................................................................................................................................. 12

Assumptions Expected savings

5. Options ................................................................................................................................... 16

Option 1 – Do Nothing Option 2 – External Development with Limited Internal Support Option 3 – Internal / External Development Delivery Approach High Level Cost / Benefit Analysis Programme Delivery Costs

6. Constraints ............................................................................................................................. 21

Corporate Buy-In Resources Time Technology Culture

7. Dependencies & Interfaces ................................................................................................... 23 8. Key Roles & Responsibilities ................................................................................................ 24 9. Risks ....................................................................................................................................... 25

Resistance to Change Finance Staffing Technology Stakeholder Engagement Conflicting Priorities Operational Change Channel Shift

Appendices ................................................................................................................................. 27

Appendix 1……………………………………………………………………………………………27

Appendix 2……………………………………………………………………………………………48


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1. PURPOSE

This business case aims to provide key stakeholders with justification for the next phase of the Transactional Web Services Project (TWS) - part of the Customer Access Programme. It is a key document which will be used to validate the ongoing feasibility of this project and inform all subsequent decisions and approvals relating to its viability throughout the project lifecycle. The business case clearly specifies the programme and project objectives and how these will be achieved. It will provide:

• Evidence of strategic fit

• Identifiable benefits

• Options and estimates of the resources required to deliver the programme

• Dependencies and constraints

• Roles and responsibilities

• Identification of anticipated risks

This business case will also provide indicative timescales for development and delivery of this phase of the project.

2. BUSINESS CASE SUMMARY

Executive Summary The Customer Access Programme is part of the wider business improvement agenda and is delivering a portfolio of projects and work streams which will transform the way the council delivers services and interfaces with citizens to ensure that customers receive excellent services which are efficient and effective and meet their needs. The programme is introducing new methods of working, making the best use of people, maximising the use of technology and re-engineering business processes to provide greater use of more cost-effective customer access channels for enquiry handling and assessment. It is facilitating simple and convenient access to services, designed around the needs of customers and providing the infrastructure to enable greater personalisation and choice around the services they consume. Duplication and administration is being reduced through the empowerment of officers to respond to customer needs at the first point of contact and increased sharing of information The Transactional Web Services Project (TWS) forms an essential part of the Customer Access Programme. Its objective is to deliver a strategic and consistent council –wide solution to deal with all customer contact across the Council. This will result in major improvements in the way we deliver services to our customers and significant efficiency savings for the council. To achieve this goal the Council has procured Asidua’s Customer Contact Platform (CCP). CCP is a multi- channel solution that provides a Customer Portal to allow citizens and business to self- serve and an Employee Portal that allows Customer Services Officers (CSOs) and other council staff to act on behalf of customers who make contact via the traditional telephony, walk in, email, SMS and traditional mail channels.


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Phase 1 of the TWS Project has seen the implementation of CCP into the ICT environment and is currently delivering fully integrated self-service solutions utilising CCP within:

• Waste Management

• Environmental Action Services (EAS)

• Highways EAS and Highways will go live in October 2014 with Waste on track to go live later in the year. Together these implementations will result in over £1,057,902 cashable savings over 5 years. Successful delivery of Phase 1 within these services was always viewed as the first step towards delivering a strategic council-wide solution for online services. It has delivered:

• A council-wide platform for online services delivery (CCP)

• The facility for customers to report, request, book, amend, cancel and pay for council services online

• More simplified and efficient back and front office processes to make it easier for customers and staff

• An online customer portal and customer account accessed through the council’s website

• A new employee portal for CSOs to log, update and monitor customer contact

• Case management functionality to allow for the decommissioning of CRM Leeds (Siebel)

• Full integration with back office systems (e.g. Uniform and Insight for Phase 1)

• A true end to end solution with focus on the customer Going forward the intention is to as far as possible migrate all remaining services areas, transition existing transactions, and integrate all new requirements onto the CCP environment. Only by doing this will the Council achieve maximum return on the original investment, standardise and achieve process efficiencies across the council and achieve a single view of the customer. This business case represents the start of this process. Further business cases will be developed to accommodate new and emerging requirements. The above process will need to take into account the core requirement to transition customer services from the end of life and unsupported CRM Leeds (Siebel) solution. Objectives The aim of the TWS Project is to make a saving on frontline activity, through designing better processes, and to enhance customer experience and exceed customer expectations by meeting most needs at the first point of contact. Although the project is predominantly customer focused, it intends to deliver financial savings on the basis that customer-led transformation will generate considerable efficiencies. The primary objectives of the project are:

• To transform the way in which the council delivers services and interfaces with customers, to ensure that customers receive excellent services which are efficient and effective and meet their needs

• To develop and implement technology solutions and re-engineer processes around the needs of customers to improve the quality of service delivery and standardise ways of working in the front and back office


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• To encourage a shift to lower cost access channels and the migration of service contact management to the corporate infrastructure (Internet, Corporate Contact Centre, One Stop Centres)

• To develop all contact channels to enable greater resolution of service requests at first point of contact and maximise the ability to provide front-line services

3. STRATEGIC FIT

Business Need There are many drivers for delivering services which place customers at the centre and focus on meeting their needs:

• Customers increasing expectations and desire to do things themselves, the drive towards greater localism and the need to address the structural economic deficit.

• Services need to operate in a coherent manner, have a single view of the customer and deliver services around customer journeys/pathways. There is a greater drive towards targeting service delivery in the pursuit of efficiency.

• Customers want a greater say/ role in decision making and they want to engage on their terms.

• There is an increasing expectation amongst citizens that contact with modern organisations will be possible through a number of electronic channels and that a high degree of automation will be available.

In recent years the Council has located a significant number of customer facing services into one purpose built corporate contact centre which now deals with enquiries for benefits, council tax, waste, housing, highways etc. Whilst the majority of key services use CRM Leeds (the internal branding for Siebel CRM) within the contact centre, there are still a number of key services whose customer contact is not recorded into the CRM system but instead uses the appropriate line of business application (e.g. Council Tax Benefit system). Siebel CRM has also been used to create primary applications, for example corporate complaints, blue badge administration, welfare rights case management and bulky household waste administration.

The solution has never fully become the central customer record with some back office systems handling customer contact directly. In addition Siebel has limited integration with back office systems resulting in double keying, poor data quality and incomplete management information. The system is also now at the end of its life, is out of support and needs to be replaced. In summary the current approach is fragmented and disjointed and results in variable quality outcomes, poor customer experiences and limited integration. Despite recent achievements and improvements made around delivering customer focussed services there is still much work to do to ensure that Leeds City Council is truly customer focussed. Diagnostic work on customer contact and management evidences that within the current arrangements there are still many areas of replication and duplication of processes, systems and people. The TWS Project is the vehicle for resolving this position and will develop the principle that the council should be customer not service focused. This improvement opportunity involves greater use of more cost effective customer access channels for enquiry handling and assessment, reducing duplication and administration through empowerment of officers to respond to customer needs at the first point of contact and, increased sharing of information, including a single customer record. Five customer outcomes outlined in the Customer Access Strategy 2012-2015 reflect the drivers for change. These outcomes are:


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• All customers have fair and equal access to services

• Customers have greater control over the services they receive and how they access them

• Customers influence the design and delivery of the services available for them

• Customers’ needs are, where possible, resolved at the first point of contact

• Customer satisfaction drives service improvement The focus of the TWS project is to deliver services that will create significant efficiency savings whilst also ensuring the authority is truly customer focussed:

• The integration of front and back office processes and systems will create a culture of “first time on time”

• End to end transformation of services will allow the Council to provide a holistic service to the customer

• Forging stronger links with other public and private partners will ensure that delivery is seamless in the growing local government environment

• Embracing the power and application of social technology will empower people to become self-sufficient

Exploiting these areas will support the Council in meeting its Best Council objective of delivering high quality public services by:

• Improving customer satisfaction across a range of services

• Reducing avoidable contact from customers

• Increasing the number of service requests fulfilled at the first point of contact This project will introduce new methods of working, make the best use of people, maximise the use of technology and re-engineer business processes to provide greater use of more cost-effective customer access channels for enquiry handling and assessment. It will facilitate simple and convenient access to services, designed around the needs of customers and, provide the infrastructure to enable greater personalisation and choice around the services they consume. By further rolling out this council-wide solution, it is important that the council recognises the scale of the challenge it faces, the investment required and the internal capacity constraints which could impede implementation. The phasing of the changes will also need to be effectively planned in order to minimise the impact on front-line service provision. Some staff and management will be challenged by their new role in a changed environment and others may take time to adjust to new ways of working. Introducing transformation needs strong, responsive and direct leadership, supported by inclusive engagement and good communication.


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Scope The overall scope of the TWS project is to deliver a portfolio of sub-projects, which will transform the way Leeds City Council delivers customer services and handles assessment, across all channels, through streamlining processes and making the best use of people and technology. This business case concentrates on high volume \ high impact services currently being handled via CRM Leeds. There are two reasons for this:

a) These are high impact \ high volume services which will produce significant savings for the Council

b) CRM Leeds is based on technology (Siebel) which is end of life and no longer supported. There is an urgent need to move services away from this platform.

Based on an assessment of volumes and impact of services currently handled via CRM Leeds, the suggested priority for full end to end integration within CCP is as follows:

• Housing

• Revenues and Benefits

• Adult Social Care

• Children’s Services (Education Services)

• Registrars (Legal & Licencing)

• Customer Services (General Enquiries, Complaints and FOI) This approach focusses on the top 6 service areas currently delivered via the central customer services team (See Appendix 01 for a full list). This actually equates to over 95% of the services currently recorded in Siebel with the rest being low volume business areas or services. The remaining services will be subject to further investigation and review. These lower volume services will only be the subject of full end to end integration where it is cost effective to do so. Where it is not, a simple form to mail/ work queue approach will be adopted. Within all of the above services there will be a number of transactions – mostly very low volume – that have been established within CRM Leeds which simply record an event and do not link to any back office solution. Where possible these will be discontinued and where these are simple information requests they will be addressed via the LCC web site. Part of the work on Revenues and Benefits will include the delivery of a benefits e-claim form. This will provide the Council with a cheaper way of delivering the service and it will be available for customers – or our own staff acting on a customer’s behalf - 24 hours a day: it is estimated that the development of this form alone will result in savings of over £100K per annum from 2016/17 . These savings are included in the high level cost/benefit analysis table later in this report (Page19) and are over and above the benefits included in Section 4 of this business case. Exclusions – The following projects, work streams and initiatives are considered outside the scope of the TWS project:

• design, development and implementation of a refurbished, interim, face to face customer enquiry facility (One Stop Shop) in Leeds city centre, including the transition of existing service enquiries into that facility, from other city centre locations (Changing the Workplace);


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• procurement, development and implementation of technical solutions for refuse collection route optimisation, fleet management and resource management or, the management of street cleansing operations (IWMS);

• The development of new application\services not currently supported. These areas will be supported by separate business cases.

• The provision of mobile devices e.g. smart phones or tablets Phase 2 Deliverables – Continuous Roll-Out Management products - Produced throughout various stages of the project.

• Project Initiation Document.

• Project Plan.

• Risk Register.

• Issues Log.

• Checkpoint Reports.

• Exception Report (where necessary).

• End of Project/Lessons Learnt Report.

• Benefits Realisation Plan.

• Communications plan.

Specialist products Specialist Products will be produced and delivered along with ICT, BPR and HR specialists and will allow business / technical resources to be specified and cost identified for delivery.

• Testing Strategy – To identify the testing requirements which will scope out all areas of testing for the end to end solution to ensure that the relevant components are tested against the original requirements. The strategy is to include Test Plans, individual test cases and their scripts which will ensure that the end to end solution meets the stated requirements but also to ensure that where legacy services are being replaced with that these services continues to function.

• Training Strategy – to identify what training is required for existing and new users, who needs to be trained i.e. front and back office, when, how and what training materials will be required. The strategy will include a Training Plan to achieve the necessary level of training to support the operational readiness of the service to fully exploit the capabilities of the end to end solution.

• Deployment Strategy – a strategy which outlines a service or process which is representative of the wider rollout with the purpose of testing the technical solution, business processes and support teams prior to a decision to rollout to the remainder of the services.

• Business Engagement and Change strategy – a strategy which will identify stakeholders and methods of communication.

• Change control approach

• Service Level Management – operational acceptance documents. This collection of documents will identify the Lifecycle of the deliverables and the support requirements that have been agreed and signed off by the ICT CAB, prior any elements of the TWS project being placed in the live environment.

• BPR products including processes and templates to aid service, process and e-form design and implementation.


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Asidua Deliverables The key deliverables from Asidua for continuous rollout will be:

• PARIS E-Payments Integration – This is integration to the standard PARIS payments system enabling a single payments page which will standardise the customer experience across all services and simplify support and development.

• Forms and Workflow – Development and deployment of standard forms and supporting workflow across all services in scope. Enabling business process efficiencies promoting channel shift

• Appointment Booking and Scheduling Services – Enabling customers to book services (e.g. Bulky Waste) and appointments with key staff at times which suit them via the channel of their choice.

• Integration Services and Adapters – Technical components which enable the customer to experience a full end to end service with little or no staff intervention. This will result in a better experience for the customer and greater efficiencies for the Council.

• IVR – Interactive voice recognition available in the Contact centre and helping direct customers to the most appropriate service.

• CTI – Allowing customer services to identify incoming callers allowing for a more personalised customer experience.

• Decommissioning Siebel (In conjunction with LCC ICT) – removing the legacy CRM solution and associated support overheads.


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4. HIGH LEVEL BENEFITS EXPECTATION

Assumptions in the benefits model

The Phase 1 business case was approved on the basis of assuming a straight 25% channel shift across all channels. In calculating the savings for this business case the following factors and assumptions have been made: Channel Migration:

The migration to self-service from traditional channels has been estimated at:

a. F2F - 15% of the current transactions will move to self-serve using CCP forms

through the Customer Portal rather than walk-in. Traditionally, it is more difficult to

channel migrate F2F contacts, and indeed there are some services for which this is

the most appropriate channel. However, there are a sizeable number of F2F

contacts that can be migrated (including the presentation of evidence or supporting

documents which can be achieved by electronic attachments).

b. Email - 90% of the current transactions will migrate to using CCP forms on-line. It

is possible to virtually eradicate the use of unstructured email using structured

forms which allows CCP to automatically integrate the data in the form into the

LoBs.

c. Phone - 40% of the transactions will migrate to the CCP self-service using CCP

forms via the Customer Portal.

Based on previous experience, Asidua believe that the above figures are very much on the

conservative side of potential savings to be made within Leeds. By comparison, Harrow Council

(who have CCP at the core of the customer contact) have been able to achieve an average of

44.5% of all transactions now being self-service, whereas the above assumptions only lead to an

average for LCC of 36.5% channel shift to self-serve.

The implementation and go-live of these service areas would be staggered over a period of time. For the purposes of savings calculations this has been assumed as 18 months.


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Realisable Benefits The following table sets out the summary of the potential realisable benefits across the current 3 channels with a stepped approach to CCP implementation as described below.

The above benefits are based on the following unit costs

• F2F £8,49 Per transaction

• Telephony £4.59 Per transaction

• Email £5.05 Per transaction

These figures have been calculated by the Contact Centre and are specific to Leeds. These figures are broadly in line with Industry Standard transaction Costs. The unit costs include an element of building, technology and support costs associated with managing and supporting these processes. In order to arrive at a realistic and achievable benefits realisation model the following assessment of unit costs has been applied. In any given transaction regardless of channel used 60% of the call rate is attributed to staff costs. 40% is Building Overheads, technology and support costs which cannot be realised within this business case but could be achieved through Change in the Workplace. This approach has been agreed with Customer Services. Applying this approach gives the following revised unit costs from a staffing only perspective.

• F2F £5.09 Per transaction

• Telephony £2.80 Per transaction

• Email £3.03 Per transaction

Realistic Benefits Expectation

Channel

Exp. Year 0

Savings (£)

Exp. Year 1

Savings (£)

Exp. Year 2

Savings (£)

Exp. Year 3

Savings (£)

Exp. Year 4

Savings (£)

Exp. Year 5

Savings (£)

TOTAL (Year 0 +

5Years) £

F2F £45,057 £225,231 £270,288 £270,288 £270,288 £270,288 £1,351,440

Telephony £216,653 £1,083,008 £1,299,661 £1,299,661 £1,299,661 £1,299,661 £6,498,305

Email £72,633 £363,075 £435,708 £435,708 £435,708 £435,708 £2,178,540

TOTAL £334,343 £1,671,314 £2,005,657 £2,005,657 £2,005,657 £2,005,657 £10,028,285


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Savings on Telephony Transactions

The following table sets out the expected savings for the telephony channel in line with the assumptions set out above.

Savings on Face-to-Face Transactions

The following table sets out the expected savings for face to face transactions in line with the assumptions set out below:


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Savings on Email Transactions

The following table sets out the expected savings for emails in line with the assumptions set out below:

Benefits Realisation Model

The above savings although realistic are expressed above in a high level view. They represent the minimum level of savings which are achievable. In order to drive these savings out the project team will work with each individual business area to review current transactions and develop separately costed work packages as per the delivery approach outlined below. As part of this process all associated realisable benefits will be identified and assigned to a specific business owner who will be responsible for reporting on delivery of these savings to the CAP project board. There are likely to be additional savings in back office processes as well those front office savings identified above. These additional savings will be discovered as work packages are developed.


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5. OPTIONS

Option 1 – Do Nothing Not taking forward continuous rollout of the project will not realise the opportunities and benefits of the Asidua CCP investment. Specifically:

• Full Migration from Siebel will not be achieved.

• Single View of the Customer will not be achieved

• Limited Automation

• Increasing support issues

• Increasing costs

• Increasing services fragmentation.

• Use of the Asidua Platform not maximised

• Poor customer experiences and reputational damage

• Savings and efficiencies not achieved Option 2 – External Development with limited Internal Support Is an option but is dependent on supplier (Asidua) and their resource availability Current lack of LCC internal skills and knowledge could prove costly over the long term. Pro Asidua understanding and experience of the product will support speed of development. No commitment to internal re-training Con Internal skills development not taken forward Option 3 – A Blended Approach of Internal and External Development Utilising the skills and knowledge of Asidua with increasing inclusion of internal staff. Pro Speed of deployment not affected Skills transfer in place (Utilising Shadowing etc.) and flexible use of resources Roadmap under LCC control Increasing internal understanding of products Develops a partnership approach Shared development opportunities for both parties.

In ideal circumstances Option 3 would be the preferred and recommended option to deliver the continuous rollout of the Customer Access Programme. However given the current resource constraints within ICT and the time it will take to develop a team with sufficient working knowledge of CCP to undertake local development and support, this business case recommends that Option 2 is pursued. This will ensure that delivery momentum is optimised and decommissioning of CRM Leeds (Siebel) is achieved within a reasonable time-scale.


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Whilst the ultimate intention is to use internal ICT resource to deliver this work the reality is this will take some time to put in place. This business case includes an element of ICT development resource which will be built up over the first 2 years of the project. The future roll out of CCP will be increasingly undertaken by this internal resource, thus decreasing both dependence on Asidua and overall development cost

Delivery Approach Working closely with Asidua and Phase 1 TWS services the team have developed a transaction development methodology which has been used to deliver end to end transactions supporting business area service delivery. This has now been further refined through lessons learned during Phase 1 and it is the intention to use this approach in all future developments. Each stage delivers specific outcomes and requires a particular set of roles and responsibilities including business area leads and subject matter experts Business areas will be prioritised for development and a small team of experienced business analysts will work with business areas and help them move through the stages all the way to live deployment. Whilst this approach has proved to be successful we are recommending that a stronger management ‘wrap’ is applied. In effect this will form a contract between the project team, Asidua, customer services and the business for the delivery of service processes within each area covered within this business case. A work package will be developed for each service area which will include costs and benefits to be achieved. The business areas will need to commit resources (Business area experts) in order for the overall benefits to be realised and project timescales to be met. This blended team will remain focussed on transaction delivery until go live is achieved. Strong service management will be required to ensure that any resource issues are dealt with timeously and any decisions requiring action are addressed. Experience has shown that without this approach timescales will slip and costs increase.

Methodology Outline

The methodology has 5 stages:


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The Discover stage is used to create an accurate list of the existing transaction types supported by Siebel and the back office supporting service requests. This process will also expose Line of Business integration requirements and capabilities.

The Define stage is used to review the Process Matrix Template consolidating where possible and refining the list into specific business transactions which will be taken forward.

The Describe stage is used to translate the consolidated transaction list into a service specification which can be taken forward into development.

The Develop stage is used to create the service transactions within CCP. This will include Info Path Forms, Business Logic, Workflows and Integrations. These completed services will be taken forward into testing and future deployment.

The Deploy stage is used to create the service transactions within CCP. This will include user acceptance testing, technical impact testing, end to end service testing, Web Service integration, Help Desk and User Training. A full explanation of the methodology can be found in Appendix 02.


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High Level Cost / Benefit Analysis

Costs Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total

Equipment - Servers £55,000 £55,000

Software - CCP Licences £40,000 £40,000

Software - CCP Adapters £73,000 £73,000

Software - 3rd Party Licences £290,000 £290,000

Asidua Development Costs £1,185,000 £1,120,000 £2,305,000

Project Costs £595,650 £696,200 £1,291,850

ICT Costs £242,605 £323,474 £566,079

Contingency £160,000 £160,000

E-Claim costs £85,400 £85,400

Total Capital Costs £2,726,655 £2,139,674 £0 £0 £0 £0 £4,866,329

Equipment - Servers £0

£0

£0

£0

£0

Other £0

Total Revenue Costs £0 £0 £0 £0 £0 £0 £0

Software - CCP Licences £13,600 £13,600 £10,000 £10,000 £10,000 £57,200

Software CCP Adapters £16,000 £16,000 £11,000 £11,000 £11,000 £65,000

Software - 3rd Party Licences £68,000 £68,000 £68,000 £68,000 £68,000 £340,000

ICT Services Support Costs £27,500 £27,500 £27,500 £27,500 £27,500 £137,500

E claims Support Costs £22,200 £24,000 £24,000 £24,000 £24,000 £118,200

£0

Total Recurring Revenue Costs £0 £147,300 £149,100 £140,500 £140,500 £140,500 £717,900

Total Costs: £2,726,655 £2,286,974 £149,100 £140,500 £140,500 £140,500 £5,584,229

Benefits

CashableFTF, Telephony and E-Mail £197,749 £1,093,808 £1,347,558 £1,347,558 £1,347,558 £1,347,558 £6,681,789

£0

£0

£0

Total Benefits: £197,749 £1,093,808 £1,347,558 £1,347,558 £1,347,558 £1,347,558 £6,681,789

Annual Cashflow -£2,528,906 -£1,193,166 £1,198,458 £1,207,058 £1,207,058 £1,207,058

Cumulated Annual Cashflow -£2,528,906 -£3,722,072 -£2,523,614 -£1,316,556 -£109,498 £1,097,560

Discount Rate (Annual %) 0.06 0.06 0.06 0.06 0.06 0.06

Discount Factor 1.0000 0.9434 0.8900 0.8396 0.7921 0.7473

Discounted Cash Flow (DCF) -£2,528,906 -£1,125,628 £1,066,623 £1,013,469 £956,103 £901,984

Cumulated DCF -£2,528,906 -£3,654,534 -£2,587,911 -£1,574,442 -£618,339 £283,645

Net Present Value: £283,645

Investment Appraisal

Project Costs

Capital

Revenue

Recurring Revenue

HIGH LEVEL COST/ BENEFIT ANALYSIS

Option 2 - External Development With Limted Internal Support

Recurring Costs

** Fill in the white boxes appropriately. Orange boxes calculate automatically **

Savings


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Phase 2 TWS Project Delivery Resource Costs

Project Team Resource Cost Per Hour No % Actual Hours £ Project

Year 1 Project

Year 2 FTE Time p/year 0.75 1

Programme Manager 90 1 60 810 72,900 54,675 72,900 Project Manager 70 3 100 4200 294,000 294,000 294,000 Project Leader 60 1 100 1350 81,000 60,750 81,000

ICT Project Lead 60 1 100 1350 81,000 60,750 81,000 Project Support 60 1 100 1400 84,000 63,000 84,000

Business Project Lead 23 2 100 2800 64,400 48,300 64,400 Web Team Expert 27 1 50 700 18,900 14,175 18,900

595,650 696,200


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6. CONSTRAINTS

Continued corporate buy in / Strong leadership TWS is a large corporate project which will require continued strategic buy in and strong corporate leadership if it is to be a success. The long term aim is to have all council customer contact available through CCP so that we can significantly improve the customer experience and maximise value for money in this investment. There are many instances where alternative online solutions are already in place or are being considered. As an example, the project has been in discussions with Housing Services who have been independently investigating online options for their business. It is important that TWS is aware of and captures all emerging customer service initiatives so that pragmatic solutions can be made in moving towards the ultimate goal. It is also important that decisions around any customer services initiatives are discussed and agreed by Customer Access Programme Board. Availability of appropriate business resource A key success factor for the delivery of TWS is that the process is business led – i.e. what services need. The project tem appreciate that service areas are best placed to understand both their processes and their customers and are therefore working closely with services to define the best outcomes. Whilst Phase 1 of TWS is currently managing to deliver to project timescale, it is fair to say that the project has struggled to get the appropriate level of business resource at the right time on occasion and this will impact on speed, accuracy and cost of delivery if not addressed. It is for this reason that we have further refined the transaction development methodology described earlier in this document to include a strong management “wrap” and clear upfront identification and provision of appropriate dedicated business resource to work with the project for agreed periods of time. This will help ensure that we deliver as efficiently and quickly as possible. Availability of trained ICT resources One of the key reasons for selecting Asidua’s CCP product was that once our own ICT staff have been trained in its use we will become self-sufficient in developing future applications. This should reduce cost of development and place future direction firmly in our own hands rather than the supplier. At this present time the ICT development team is not in place and skills transfer has not commenced: a clear plan needs to be established and managed to ensure that this happens. Time The project will be working to tight timescales and training delivery will need to take place prior to implementation of new ways of working. However, this can only be achieved if:

• Planned work and coordinated timescales across each service are identified and agreed

• Training resource is planned in well in advance alongside other demands.

• Services support the changes.

• Staff embrace the change.


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• Performance Management is proactive within each service.

• Project resource from each service is secured, recognising the demands of the ‘day job’.

• HR/ICT consultation/involvement is timely when developing technology and process changes.

• ICT development is timely and resource is available.

• Business Engagement and Change activities are effective and robust.

• Service peak times are identified, when the project will not be permitted to rollout training/ways of working.

A specific time constraint for this project is the requirement to decommission Siebel. Technology Delivery of the project objectives will be reliant upon the development and implementation of ICT technical solutions and system enhancements and, the ability of a number of both internal and external suppliers and third party organisations to provide specialist expertise and professional services. As a large corporate project, TWS is dependent on a number of other corporate wide initiatives and projects for its success. As an example, if part of the TWS requirement is to display location details as part of an online development, we are dependent on the council’s GIS system being technically up to date and the information contained within it accurate. If this is not the case then this may delay or prevent development. A clear dependency mapping exercise is required to flag up and deal with these issues at an early stage. Culture Looking at the bigger picture can be hard to do and there is bound to be resistance from some service areas to standardising the way the diverse range of enquiries that the council receives are handled. There will always be doubters but, the objectives of the project will only be fully achieved by gaining political support and explicit buy in from all service areas, to adopting a 'one council’ approach . In order to introduce radical change, a culture shift linked to departing from a ‘silo mentality’ and, a governance structure to support this, will be required. Also, it will be necessary to encourage customers to migrate to more cost effective alternative channels and still meet the needs of our diverse communities.


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7. DEPENDENCIES / INTERFACES

There will be overlaps, linkages and critical dependencies between the Customer Access Programme and other major transformation programmes within Customer Access and Performance and, the projects within them:

• Changing the Workplace

• Enterprise Document Management. The programme will interface with Directorate and service area transformation initiatives, including:

• Environment and Neighbourhoods - Street Scene Change Programme

• Children’s Services Transformation Programme (CSTP);

• Adult Social Care Transformation;

• Benefits E-claims

• Social Care Systems Review (SCSR) projects;

• City Development - Sport for the Future Programme;

• BSC Enquiry Centre project;

• Customer Services One Stop Centre review.

• Mail and Print review. Although these will not be directly associated with the Customer Access Programme, relationships will have to be managed as many will be dependent on the same technical solutions and ICT resources. The Programme will be dependent on a number of ICT programmes and projects, particularly the E-Leeds Programme (EDRMS) and the Public Services Network Project (PSN). In addition to the dependencies and interfaces with programmes and projects outside the scope of the Customer Access programme, there are also many dependencies between the projects within the programme and, most of them are very closely inter-related and mutually reliant.


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8. KEY ROLES & RESPONSIBILITIES

The Customer Access Programme Board will provide governance for the project and ensure that activities are properly prioritised, planned and resourced. They will be responsible for monitoring quality and programme assurance, ensuring that the programme and projects are being effectively managed and are delivering the required outcomes and benefits. The Assistant Chief Executive (Citizens and Communities) will act as Programme Sponsor and provide strategic direction and leadership. A Programme Manager has been appointed to provide leadership, direction and ensure achievement of programme aims and objectives in accordance with agreed quality standards, established policies and within the specified constraints of time and cost. They will report to the Customer Access Programme Board when strategic decisions, major deliverables and key milestones are due. They will be responsible for managing the programme team, and will need to have sufficient time to deliver the programme, recognising the complexities and time consuming nature of many aspects of transformation projects. Achievement of the programme objectives, within planned costs and timescales, is dependent upon the appropriate resources being allocated to the programme. A dedicated TWS Project Team will be established to support the Customer Access Programme Manager, which includes project managers who are responsible for delivering individual projects and will manage more than one project concurrently. Suitable employees, including specific individuals, will need to be exclusively seconded / assigned / recruited to this team, on a full time basis, for the duration of the project, in order to successfully deliver the project and programme objectives. The skill sets and numbers needed to deliver the aims of this phase of the project have been identified and, as well as technical knowledge and ability, it will be necessary for people working on the project to have the relevant experience and personal attributes to work as part of a team. Membership of the Project Team may vary during different phases of the project however, for this phase, it will be supplemented with existing staff from within PPPU/PU, analysts commissioned from the ICT BPR Team, and skilled resources from corporate ICT, Customer Services and appropriate service areas. External contract resources may be required where suitable internal staff are not available, or to undertake specialist tasks and provide expert knowledge. This is a large and new undertaking for the Council and it is important that both during and beyond the life of the project, the right skilled staff are in place to take this work forward. With this in mind it has been agreed that in order to get this right, a small core team will be established formed initially from members of ICT and Customer Services to take the next stage of this work on. This nominated group will receive full training in the Asidua product and will work together under the direction of the Customer Access Programme Board, and the day-to-day management of the TWS Project Team to establish the precise roles and responsibilities and the split of these roles – business and ICT – to take this work forward longer term.


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9. RISKS

A high level risk analysis has been performed and a number of risks have been identified which could delay or prevent the programme achieving its stated objectives and benefits. Resistance to Change There may be opposition from service areas to engaging with the programme, accepting an alternative approach to enquiry handling and/or the inability or unwillingness to implement new ways of working and technologies. To successfully deliver across all service areas, transformation will need to be carefully managed as a coherent programme of change, with strong senior leadership and a focus on cultural shift linked to adopting a 'one council' approach. Finance Lack of investment funding to deliver and support the programme and, existing funding structures which do not currently support a one council approach. Also, there is a danger that identified benefits will not be realised for a number of reasons, such as, the pace of change is not fast enough, costs have been under-estimated or benefits double-counted. Current staff turnover might be sufficient to meet benefit targets, but those leaving may not be in the right areas, at the right levels or, other staffing/budget pressures could impact on plans. Alternatively, challenging timescales could impact on the ability to implement service change and extract financial benefits. A specific and significant risk in this area is if the council decides not to support the full implementation of end to end transactions through CCP, the estimated financial benefits will not be achieved. Staffing Lack of staff capacity, insufficient appropriately skilled and experienced resource to deliver and support the programme, which is available and committed. This has already been encountered during Phase 1 delivery and recommendations taken to CAP Board and Best Council Design Team to address these issues. There is a major risk that it will not be possible to obtain the required internal and external resources, individuals and organisations, which are suitably skilled, to carry out the work. There are also potential difficulties in training and developing staff with skills for new ways of working and technologies and, in re-skilling the workforce to maintain service provision. Technology There is a high dependency on the implementation of new technology and on key ICT programmes like the E-Leeds programme which will deliver a new Electronic Document and Records Management System (EDRMS). These technology developments may not meet business requirements or may not support delivery of the programme and, even if they go according to plan, they could influence how quickly savings can be realised.


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Stakeholder Engagement Gaining corporate and political support will be essential to the successful delivery of this programme and, the stakeholder management and communication aspects will be vital, to ensure alignment, commitment and buy in. Stakeholder relations activity will have to be built into each phase of the programme, and a clear and robust communications plan will need to be developed, in order to communicate an understanding of the aims and objectives of the programme. Members, Directors, Chief Officers, Service Heads, operational managers, front line & back office staff, Trade Unions, partners and other agencies will need to be engaged in a timely and appropriate manner. This will develop an appreciation of what the programme is going to deliver, alleviate fears and resistance, gain commitment (co-operation, staff time & resources) to delivering effective change and, ensure that the whole council is engaged. Conflicting Priorities Business as usual and/or other programmes, projects and initiatives could have an adverse impact on the programme. If emphasis is placed on service delivery or other transformation programmes, and existing capacity is channelled in that direction, it could have a detrimental effect on the Customer Access Programme, in terms of progress and morale. Therefore, it is important to clearly define the vision, scope, aims, objectives and deliverables of the programme and essential there is clarity on how the Customer Access projects and work streams fit with other corporate transformation programmes and existing service improvement initiatives. Operational Change Individual services will need to be reconfigured to take into account new standardised ways of handling the diverse range of enquiries that the council receives and, to reflect where activity has been taken out of services and consolidated (e.g. into the Corporate Contact Centre and One Stop Centres). The council will need to define new operating models, both for the new council-wide delivery structures but also for the service-specific functions. It is important that the council avoids moving to implementation without properly designing detailed service operations. There will need to be careful transition to the new arrangements as each project is rolled out and, it will be critically important that the programme is managed in a coordinated way, as selective implementation of projects could potentially marginalise the overall programme benefits.


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Appendix 01

Service Area Enquiry Type Enquiry SubType

Adult Social Care Customer Relations Complaint

Compliment

Data Protection Request

Freedom of Information

Letter Received

RIPA

Information Active Worker Contact

Not ASC - Re-directed

Process Information

Service Information

Permits Blind Companion ENC Pass

Blue Badge

Companion ENC Pass

Disabled Bearer Only ENC Pass

Reception Referred to Partner

Refer to Other

Agency Equipment Replacement

Equipment Returns

Furniture Requests

Keeping House

Leeds Directory

Neighbourhood Networks

Other Voluntary Sector Agency

Radar Key

Safeguarding

Referral New Referral

Worker Involved

Signposting Care Ring/Telecare

Equipment Replacement

Equipment Returns

Furniture Requests

Keeping House

Leeds Directory

Neighbourhood Networks


Benefits

Advice and

Information Appeal

Claim Status

Notification

Payments

Referral to Security

Referral to Visiting

Applications and

Changes Application Issued


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Backdate

Benefit Precals

CIS Check

Change in Circumstance

Change of Address

Claim Received

Discretionary Housing Payment

Education Benefits

Intervention Forms

Proofs Received

Customer Relations Complaint

Compliment



Letter Received

RIPA

Local Welfare

Support Scheme Collect voucher

Initial Enquiry


Student Support Application

Information

Welfare Reform Appeal

Benefit Cap Letter

Council Tax Support

Discretionary Housing Payment

General Enquiry

Under Occupancy Letter

Catering & Cleaning C&C Cleaning Other

Primary School

Secondary School

Commercial Catering Commercial Outlet


Compliment



Letter Received

RIPA

Education Catering Primary General

Secondary General

Special Dietary Requirements


Children's Social Work Services Customer Relations Complaint

Compliment



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Letter Received

RIPA

Information CSWS Worker Enquiry

Contact Details Provided

Not CSWS - Redirected

SAR Form Posted

Service Information Provided

Transfer to Advice & Duty Team

Transferred to CSWS Area

Permits Blind Companion ENC Pass

Blue Badge

Blue Badge - Over 2

Blue Badge - Under 2

Bulky Equipment

Companion ENC Pass - Over 2

Companion ENC Pass - Under 2

Disabled Bearer Only ENC Pass

Reception Family Contact Visit

Partner Visit

Referred to Contact Centre

Referred to Partner

Room Booking

Request for Service Email to Active Worker

New

Section 17 Request

With Advice and Duty Team

With Area Team

Signposting Appropriate Adult Request (YOS

Children's Centre

Education Service

Equipment Replacement

Equipment Returns

Family Hub

Health

Legal


Police

School

Youth Services

Communications About Leeds Content

Distribution

Other

Communications

and Marketing Consultation

Other


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Website


Compliment



Letter Received

RIPA

Press and Media Other


Community Safety Crime Reduction Target Hardening

Youth Offending


Compliment



Letter Received

RIPA

Public Reassurance Gipsy/Travellers


Customer Services Customer Relations Complaint

Compliment



Letter Received

Ombudsman

Ombudsmen Enquiry

RIPA

Debt Advice Pilot Advice Given

Referral for Money Advice

Referral to Benefit Advice

Referral to Corp Debt Team

Referral to Energy Efficiency

Referral to Yorks Water


Welfare Rights Advice Given

Assessment

General Information

Home Visit

Telephone Advice

Democratic Services Customer Relations Complaint

Compliment



Letter Received


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RIPA

Functions Constitution & Corporate Gov

Leaders

Lord Mayors

Members

Referred - Standards Committee

Scrutiny


Development Resources & Strategy Administration General/Correspondence

Non Response

Policy/Procedures

Service Issues

Staff Behaviour


Compliment



Letter Received

RIPA

Housing General/Correspondence

Non Response

Policy/Procedures

Service Issues

Staff Behaviour

Information

Technology General/Correspondence

Non Response

Policy/Procedures

Service Issues

Staff Behaviour

Performance

Management General/Correspondence

Non Response

Policy/Procedures

Service Issues

Staff Behaviour


Education Services Contact Centre Admissions

Admissions - Annual Cycle

Admissions - In year

Attendance

Complaint

Compliment

Free Transport


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HR General

HR Health & Safety

Inclusion Services

Information Policy

Lettings

Pupil Planning

School Improvements

School Information

Special Educational Needs


Compliment



Letter Received

RIPA

Education Services Admissions

Free Transport

School Information



Face to Face Admissions

Admissions - Annual Cycle

Admissions - In year

Attendance

Complaint

Free Transport

Inclusion Services

School Information


Economic Development Business Support Business Advice

Business Grants

City Centre

Management City Centre Management


Compliment



Letter Received

RIPA

Markets Car Boots

Farmers Markets

Licence - Street Trading

Markets

Street Trading - Illegal


Renaissance Renaissance


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Tourism Tourist Information

Yorkshire Forward

Housing - ALMO Adaptations Assessment Request

Major Adaps - Under Warranty

Major Adaps - Wet Floor Shower

Major Adaptation - Extension

Major Adaptation - Other

Major Adaptation - Ramps

Major Adaptation - Stairlift

Minor Adaptations Request


Compliment

Customer Involvement



Housing Ombudsman

Letter Received

RIPA

Estate Management Communal Areas

Fencing

Flytipping/Dumping

Forestry

Gardens

Grasscutting

Neighbourhood Wardens

Permissions

Sheltered Wardens

Housing Application Application Issued

Application Received

Application Reviewed

Bidding

CBL Application of Policy

CBL Formal Right to Review

Change of Circumstances

General Advice

Medical Referral

Needs Assessment

Priority

Priority Extension

Housing Referral Belle Isle TMO

Redirected – Not ALMO

Swarcliffe

LASBT ALMO Abuse/Intimidation/Harassment

Criminal Damage & Vandalism

Criminality


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Drug/Substance Supply & Misuse

Hate Crime - Disability

Hate Crime - Faith

Hate Crime - Other

Hate Crime - Race

Hate Crime - Racial

Hate Crime - Sexual Identity

Hate Crime - Sexuality

Hate Crime - Transgender

Neighbour Disputes

Noise Nuisance

Nuisance & Rowdy Behaviour

Property Alarm

Prostitution & Sexual Acts

Vehicle Alarm

Vehicle Related Nuisance

Violence

LASBT Private Abuse/Intimidation/Harassment

Criminal Damage & Vandalism

Criminality

Drug/Substance Supply & Misuse

Hate Crime - Disability

Hate Crime - Faith

Hate Crime - Race

Hate Crime - Racial

Hate Crime - Sexual Identity

Hate Crime - Sexuality

Hate Crime - Transgender

Neighbour Disputes

Noise Nuisance

Nuisance & Rowdy Behaviour

Property Alarm

Prostitution & Sexual Acts

Vehicle Alarm


Violence

Letting Homes Acceptance or Refusal

Accompanied Viewing

Decoration Grant

Pre Allocation

Tenancy Sign Up

Tenant Keys

Void Final Fix

Modernisation Compensation

Fencing

Insulation

Kitchens and Bathrooms


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Multi Concrete Remedials

Pointing and Wall Ties

Rewiring

Roofing

Survey

Total Heat

Windows and Doors

Property

Management ALMO Tenancy Support

Abandoned Properties

Decorating Vouchers

Digital Switchover

Garage Application

Leaseholder Query

Mutual Exchange

Pest or Animal Control

Property Security

Tenancy Agreement

Tenancy Termination

Tenancy Visits

Tenant Insurance

Under-Occupancy


Regeneration Clearance

Home Buy

Home Loss Query

Rent Account Enquiry

Arrears Arrangement

Arrears Letter

Arrears Visit

Debt Management

Eviction

Former Tenant Arrears

Garage Account

Notice to Seek Possession

Payment

Refund

Rent Increase

Rent Payment Card

Text Message

Repairs Bricklaying

Compensation

Disrepair Claim

Drainage

Electrical

Garage Repair

Gas Repair


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Gas Service

Inspection

Joinery

Leaseholder Query

Planned Work

Plastering

Plumbing

Rechargeable Order

Repair

Repair Booked by ALMO

Specialist Electrical

Voids Work

Damp

Flooring

Metalwork

UPVC

Tenancy Breach Abandoned Property

Damage to/Theft from Property

Deliberate Overcrowding

Dog or Pet in MSF

Domestic Violence

Drugs Use Personal

Encroachment

Failure to Engage

Livestock

Malicious Complaint

Meter Tampering

Missiles from MSF

Misuse of Communal Areas/Space

Noise Nuisance

Non Residence of a Tenancy

Nuisance

Parking Issues/Obstructions

Running a Business

Squatter

Storage & Refuse

Sub Letting

Threats and/or Violence

Unauth Alterations/Structures

Unlawful Use of Property

Untidy Gardens


Welfare Reform Under Occupancy Letter

Housing - OTHER

Customer

Information Publication

Surveys


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Compliment



Letter Received

RIPA

Home Ownership

Team Assignment of Lease

Cancellation of Right to Buy

Delay Form Requested

Discount Waiver

First Refusal - Buy Back

Issued

LCC Mortgages

Major Works

Mortgage Reference

Post Sale Query

Progress Enquiry

Received

Service Charge Loan

Service Charge Query


Regeneration Area Management

Little London

Regeneration Co-ordination

Swarcliffe

Leeds Housing Options

Care of Family or

Friends Friends/Family Unwill to Accom

Harass/Violence - Known Assoc

Harass/Violence - Neighbourhd

Harassment/Violence - Racial

Non Violent B'down - Assoc

Non Violent B'down - Partner

Parents Unable/Unwill to Accom

Violent B'down - Assoc

Violent B'down - Partner

Welfare Reform Issue


Compliment



Letter Received

RIPA

Institution Leaver Armed Forces

Asylum Support Accommodation

Bail/Probation Accommodation


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Hospital Discharge

Local Authority Care Leaver

Prison Leaver


Local Authority

Tenancy Issue Clearance/Acquisition

Closure Order

Emergency Disrepair

Eviction Warrant

General Disrepair

Harassment/Violence



Notice Given by Tenant

Notice Served by Landlord

Racial - Harassment/Violence

Rent/HB/Bond




Non-Permanent

Accommodation B&B/Guesthouse

Night Shelter

Rough Sleeping

Supported Housing


Owner Occupier

Issue Clearance/Acquisition

Closure Order

Emergency Disrepair

General Disrepair

Harassment/Violence

House for Sale or Sold

Lender Queries

Mortgage Arrears




Repossession




Private Rented

Tenancy Issue Clearance/Acquisition

Closure Order

Emergency Disrepair

Eviction Warrant


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General Disrepair

Harassment/Violence

Landlord Enquiry






Rent/HB/Bond





RSL Rented Tenancy

Issue Clearance/Acquisition

Closure Order

Emergency Disrepair

Eviction Warrant

General Disrepair

Harassment/Violence






Rent/HB/Bond




Tied

Accommodation Clearance/Acquisition

Closure Order

Emergency Disrepair

Eviction Warrant

General Disrepair

Harassment/Violence






Rent/HB/Bond




Legal Licensing & Registration Customer Relations Complaint

Compliment


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Letter Received

RIPA

Electoral Services Change of Circumstance

Confirmation of Register Entry

Credit Rating

Election Results

Employee Enquiry

Form Completion Query

Nominations

Office Enquiry

Poll Card

Polling Station Enquiries

Postal Voting

Proxy Voting

Referendum

Register Update Timescales

Legal Services Civil Litigation

Development

Employment and Education

Management

Performance Planning & Info

Property and Finance

Regulatory and Enforcement

Social Care - Legal

Licensing Entertainment

Taxi and Private Hire

Local and Land

Charges General Enquiry

Searches


Registrars Births

Citizenship Ceremonies

Civil Partnerships

Copy Certificates

Deaths

Family History

Location/Opening Times/Access

Marriages

Nationality Checking Service

Other Ceremonies

Libraries Arts & Heritage Arts & Events Events

General Information

Leeds Card



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Compliment



Letter Received

RIPA

Heritage Museums & Galleries

Libraries Buildings

Enquiry Express

Opening Hours

Staff

Stock and Services


Partners and Other Agencies Advocacy Burley Lodge Advice Centre

CAB

Community Legal Services

HALT

PALS

Customer

Information Publication

Surveys

Central Government Census Form

DTI

DWP

Fire Service

General Register Office

HM Customs and Excise

HMCS

Highways Agency

Home Office

Information Commissioner

Inland Revenue

NHS

NI Contibutions Office

OFSTED

Official Receiver

Police

UK Passport Agency

Valuation Office

Education Park Lane College

Finance Debt Advice Agencies

Finance Services

General/Correspondence

Leeds Credit Union

Non Response

Policy/Procedures


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Service Issues

Staff Behaviour

Health CHMT

NHS Direct

Patient Transport

Victim Support

Energy Efficiency

Advice Advice Given

Referred to EEA Team

Warm Front

Housing Care and Repair

Metro Access Bus

Bus Timetable

Senior Citizen Bus Pass

Other Addiction Unit

Alston Lane

Armley Helping Hands

Behind Closed Doors

Emergency Life Lions

Furniture

HOPE

Middleton Elderly Aid

Morley Elderly Action

Online

Otley Action for Older People

PDSA Confirmation

Shopmobility

Sure Start

WISE


Utilities Electricty

Gas

Telecommunications

Yorkshire Water

Planning Policy & Improvement

Business

Transformation Business Transformation

Chief Executive Chief Executive's Office


Compliment



Letter Received

RIPA

Policy and

Partnerships Equality

International


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Other

Policy and Partnerships

Regional Policy


Planning & Sustainable Development

Building Control

Services Applications

Dangerous Structures

Demolitions - Control & Advice

General & Correspondence

Site Visit Request

Sports Grounds & Events


Compliment



Letter Received

RIPA

E-Planning General & Correspondence

Graphics &

Communication General

Highways

Development

Control Applications


Planning Policy General

Planning Services Appeals

Applications & Pre-Application

Compliance & Enforcement

DEC


Land & Property Use

Permitted Development

Site History


Sustainable

Development Conservation

Ecological/Geological Services

Environmental Issues

General/Correspondence

Landscape

Listed Buildings

Statutory Development Plans

Statutory Register - Zoning

Tree Preservation Orders


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Procurement Unit Customer Relations Complaint

Compliment



Letter Received

RIPA

Functions Approved List

Contracts

Procurement Excellence

Tenders


Recreation - Parks Customer Relations Complaint

Compliment



Letter Received

RIPA

Parks Allotments

Animal Welfare

Anti-Social Behaviour

Catering and Retail

Cemeteries

Estate Ops Maintenance

Footpaths and Bridleways

Natural Habitats

Ops Maintenance (Non Estates)

Overgrown Vegetation

Playgrounds

Sport Related Maintenance

Staff Conduct

Trees - Non Woodland

Trees - Woodland

Weeds


Streetscape Floral Schemes/Plant Nursery

Grass Cutting

Shrubs and Hedges

Weeds/Noxious Weeds

Recreation - Sport Customer Relations Complaint

Compliment



Letter Received

RIPA



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Sport and Active

Recreation Bodyline

Child Play-Teens-Young People

Outdoor Sports

Playing Pitches & Facilities

Site Based Maintenance Svcs

Sports Centre

Sports Development

Sports Events

Swimming Pool

Regeneration Services Customer Relations Complaint

Compliment



Letter Received

RIPA

Jobs and Skills Apprenticeships

Information Advice & Guidance

Job Search

Jobs and Skills


Regeneration Area Management

Community Centres/Facilities

Community Consultation

Holbeck

Little London

Regeneration Co-ordination

Swarcliffe

Resources Services Audit and Risk Audit and Risk Services

Business Support

Centre BSC Services

Vacancy Information

Corporate Property

Management City Print & Signs

General Building Enquiry


Compliment



Letter Received

RIPA

Human Resources Employee Information

HR Services

ICT ICT Services

Website


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Property

Maintenance PM - Building Services

PM - Cleaning Services

PM - Security Services


Revenues Business Rates Arrangement

Bailiff Advice

Empty Property Charge

Occupation

RateableValue

Reliefs

Summons

Vacating Premises

CTax AEO

Account Information

Adjustments due to CTB

Advice

Arrangement

Bailiffs

Change of Address

Committal

Death

Disregards

Exemptions

FIF

Payment Methods

Recovery

Refund

Reminder

Returned Cheque

Summons

Corporate Debt

Policy Financial Advice


Compliment



Letter Received

RIPA


Sundry Debtors

Account Advice

Arrangement

Strategic Asset Management

Architectural Design

Services General


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Asset Management Council Owned Land


Compliment



Letter Received

RIPA

Property Council Property


Transport Services Customer Relations Complaint

Compliment



Letter Received

RIPA

Fleet Management Condition of Vehicle

Passenger Services General Enquiries

Private Hire Taxi

Welfare Bus Service


School Crossing

Patrol Req School Crossing Patrol

Customer Access Programme – Phase 1 Business Case

$stkmrdku Transactional Web Service Project – Phase 2 Continuous Roll Out

Appendix 02 – Transaction Development Methodology

Introduction

The introduction of CCP will enable the re-design of transactions. This re-design will enable a

streamlined and more effective service to customers. The end to end solution offered by CCP and

the re-usable form and integration components will deliver benefits through process improvement

and automation.

It is important that the opportunities to develop self-service solutions and process improvements are

understood and taken forward. Simply reproducing existing transactions within CCP will perpetuate

the existing problems.

Methodology Outline The methodology has 5 stages:

Each stage delivers specific outcomes and requires a particular set of roles and responsibilities including business area leads and subject matter experts. Business areas will be prioritised for development and a small team of experienced business analysts will work with business areas and help them move through the stages all the way to live deployment. 1. Transaction Re-Design

The introduction of CCP will enable the re-design of transactions. This re-design will enable a streamlined and more effective service to customers. The end to end solution offered by CCP and the re-usable form and integration components will deliver benefits through process improvement and automation. It is important that the opportunities to develop self-service solutions and process improvements are understood and taken forward. Simply reproducing existing transactions within CCP will perpetuate the existing problems. Business areas are best placed to understand the complex needs of customers and back office systems within their service areas. The development of CCP transactions should therefore be addressed from a business point of view.



The business will identify back office systems and transaction attributes for fully end to end services. These will be used to define the CCP forms and service integrations. 2. Transaction Design Approach

CCP transactions are based on e-forms which gather the key data required for transfer into supporting systems. CCP forms utilise re-usable components for common areas such as Address and Location data which provide a consistent presentation. The variable areas of CCP forms provide the unique business related data areas which make up the transaction. The design of end to end transactions in CCP will be undertaken from a transaction outcome view point. This means that information about the transaction including data capture requirements, processing logic and back office data feeds need to be defined before any design work is undertaken. This essential data will be captured on a Process Matrix. This is designed to break the transaction down into key areas including back office data requirements and integration.

The completion of this template should be undertaken by business area experts working with business analysts. This is to ensure that the attributes (including business logic and workflow) are fully described in the context of business needs.

End to End transaction design will utilise the completed Templates during a series of workshops with the business and Asidua to build a service specification which can be passed over to system designers. The service specification will include re-usable components from the CCP platform (Including E-

Form and Service Integration elements) ensuring faster deployment and a consistent approach.

This approach will be repeated for each Service \ Team within each business area. Time scales are indicative only.

3. The 5 Stage Approach

The Discover stage is used to create an accurate list of the existing transaction types supported by Siebel and the back office supporting service requests. This process will also expose Line of Business integration requirements and capabilities. Requirements:

o Siebel Transaction Lists

o Line of Business Service Requests Requirements

o Line of Business Integration Services

Key roles:

o Business Area and Subject Matter Experts

o Business Analysts

Approach:



o Initial exploration workshop (1/2 Day)

o Checkpoint Review Meetings

Outcome:

o Completion of the Process Matrix Template

The Define stage is used to review the Process Matrix Template consolidating where possible and refining the list into specific business transactions which will be taken forward. Requirements:

o Completed Business Process Matrix

Key roles:


o Business Analysts

o CCP Subject Matter Expert (Asidua)

Approach:

o Consolidation Workshop (1 Day)


Outcome:

o Refined Process Matrix Template

The Describe stage is used to translate the consolidated transaction list into a service specification which can be taken forward into development. Requirements:

o Refined Business Process Matrix

Key roles:


o Business System Owners

o Business Analysts

o CCP Subject Matter Expert (Asidua)

o Customer Services Experts

Approach:

o Specification Development Workshop (2 Days)


Outcome:

o Completed Service Specification Templates



The Develop stage is used to create the service transactions within CCP. This will include Info Path Forms, Business Logic, Workflows and Integrations. These completed services will be taken forward into testing and future deployment. Requirements:

o Completed Service Specification Templates

Key roles:

o CCP Development Resources (Asidua)

o Technical specialists/leads in key technology areas such as SharePoint, Enterprise,

Dynamics etc




Approach:

o CCP Configuration, Service Integration


Outcome:

o Completed Service Transactions

The Deploy stage is used to create the service transactions within CCP. This will include user acceptance testing, technical impact testing, end to end service testing, Web Service integration, Help Desk and User Training. Requirements:


Key roles:



o Technical specialists/leads in key technology areas such as SharePoint, Enterprise,

Dynamics etc

o Business and User Testers

o Training Services

o Web Services Team


Approach:

o CCP Configuration, Service Integration




Outcome:


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